The Inside, Bright Side, and Dark
Side of Leadership
Why Leaders Fail or the
Ambiguities of Effectiveness
Daniel J Pesut PhD RN PMHCNS- BC FAAN
Faculty Fellow
Professor of Nursing
dpesut@iupui.edu
IUPUI Office of Academic Affairs
Knowledge Work Questions
• What concepts, tools,
techniques, or resources are
most useful?
• How can the information be
used?
• Why is the information
important?
• Why care about the
information?
Outcomes
• Define factors and variables associated with the
inside, bright side and dark side of leadership.
• Distinguish the differences between identity and
reputation.
• Assess and discuss the most likely behaviors that
derail leaders.
• Consider conducting a personal leadership feedback
session with direct reports.
• Create a personal leadership development plan based
on self- management of potential leadership derailers
and one’s intentional leadership legacy.
Henri Lipmanowicz & Keith McCandless
1-2-4-Whole Group
Progressive, Rapid Cycle Conversation
– Self-Reflection (no talking)
– Pairs
– Small Groups
– Whole group
Authentic Leaders
•
•
•
•
•
Pursue purpose with passion
Practice solid values
Lead with heart
Establish enduring relationship
Demonstrate self-discipline
George, Bill & Sims, Peter ( 2007). True North, John Wiley & Sons, NY
http://truenorthleaders.com/exercises.htm
MOJO – More Joy*
• Identity: Who do you think you are?
• Achievement: What have you done
lately?
• Reputation Management: Who do
people think you are?
• Acceptance: When can you let go?
Goldsmith, Marshall with Reiter, Mark (2009) Mojo: How to get it, how to keep it,
how to get it back if you lose it, Hyperion, NY http://www.mojothebook.com/about-mojo-book/
MOJO– What I bring to this activity
•
•
•
•
•
Motivation
Knowledge
Ability
Confidence
Authenticity
Goldsmith, Marshall with Reiter, Mark (2009) Mojo: How to get it, how to keep it,
how to get it back if you lose it, Hyperion, NY http://www.mojothebook.com/about-mojo-book/
MOJO– What this activity brings
to me
•
•
•
•
•
Happiness
Reward
Meaning
Learning
Gratitude
Goldsmith, Marshall with Reiter, Mark (2009) Mojo: How to get it, how to keep it,
how to get it back if you lose it, Hyperion, NY http://www.mojothebook.com/about-mojo-book/
Protect and Defend:
Disempowered
•
•
•
•
Denial
Blame others
Blame self
Wait and hope
• “This has nothing to
do with me”
• “It’s their fault”
• “It’s my fault”
• “Somebody should do
something”
Johnson, Rosemary. (1998). Team Leader, Healing Health Services, St. Charles Medical
Center, 2500 NE Neff Rd, Bend, OR, 97701; (541-383-6977).
Learn and Grow:
Empowered
• Acknowledge the
situation
• Accept ownership
• Find solutions
• Take action and learn
• “I’m a piece of the
puzzle.”
• “It starts with me.”
• “This can work.”
• Renewal, make it
happen.
Are you more inclined to…
50%
50%
1. Protect and Defend
OR
2. Learn and Grow
15
1
2
Countdown
Strategic Self Awareness
• Accountability --I feel
emotions
• Compassion--I think
assumptions, opinions,
judgments
• Respect--I want
wishes, desires,
requests
What is Personality
Personality from the Inside
Actor’s View ( Identity)
Personality from the Outside: The
Observer’s View ( Reputation)
How a person sees oneselfone’s identity
How others see the person –their
reputation.
Identity is based on the person’s
hopes, dreams and aspirations.
A person’s reputation is defined in
terms of “characteristics”.
Identity is difficulty to measure
and study
Characteristic reflect how a person’s
behavior is evaluated after repeated
interactions with others.
People tend to over estimate
their sense of humor,
interpersonal skills, leadership
skills, and ability to judge
character
Characteristics can be used to
predict behavior in new situations;
they can be used to predict
performance.
Identity is not always reflected in
behaviors
Characteristics are easy to study,
most of what we know about
personality and job performance is
based on observer’s perspectives.
Johari Window
http://kevan.org/johari
The Inside of Leadership*
Scale
Definition
Aesthetics
Interest in art, literature, music, and
humanities
Affiliation
Desire for and enjoyment of social
interaction
Altruistic
Concerns about other’s welfare
Commerce
Interest in business and finance gains
Hedonism
An orientation for fun and pleasure
Power
Desire for success, accomplishment and
status
Recognition
A need to be recognized
Science
Values analysis and pursuit of knowledge
Security
Desire for certainty and predictability
Tradition
Dedication to ritual and old fashioned
virtues
* Hogan Assessments MVPI Scale http://www.hoganassessments.com/motives-values-preferences-inventory
The Bright Side of Leadership*
Scale
Definition
Adjustment
Calm and self-accepting
Ambition
Self-confident and competitive
Sociability
To need or enjoy social
interaction
Interpersonal Sensitivity
Perceptive, tactful and sensitive
Prudence
Conscientious and conforming
Inquisitive
Creative and interested in
problems
Learning
Approach to value learning for its
own sake
* Hogan Assessments HPI Scale http://www.hoganassessments.com/hogan-personality-inventory
Why Leaders Fail
Arrogance: You’re right and everyone else is wrong
Melodrama: You always grab the center of attention
Volatility: Your mood shifts are sudden and
unpredictable
Excessive Caution: The next decision you make
may be your first
Dotlich David & Cairo, Peter (2003) Why CEOs Fail Jossey-Bass, San Francisco, CA.
Why Leaders Fail
Habitual Distrust: You focus on the negatives
Aloofness: You disengage and disconnect
Mischievousness: You know that rules are only
suggestions
Eccentricity: Its fun to be different just for the
sake of it
Dotlich David & Cairo, Peter (2003) Why CEOs Fail Jossey-Bass, San Francisco, CA.
Why Leaders Fail
Passive Resistance: Your silence is misinterpreted as
agreement
Perfectionism: You get the little things right while
the big things go wrong
Eagerness to please: You want to win any popularity
contest
Dotlich David & Cairo, Peter (2003) Why CEOs Fail Jossey-Bass, San Francisco, CA.
The derailer I’ve most often had to contend
with from a leader or colleague is ...
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Arrogance
Melodrama
Volatility
Excessive Caution
Habitual Distrust
Aloofness
Mischievousness
Passive Resistance
Perfectionism
Eagerness to Please
10%
10%
10%
10%
10%
10%
10%
10%
How can this behavior be both a
strength and a shortcoming?
10%
10%
10
1
2
3
4
5
6
7
8
9
10
Countdown
The Dark Side of Leadership*
Scale
Definition
Excitable
Concerns seeming moody and hard to
please, being enthusiastic about new
persons or projects and then becoming
disappointed with them
Skeptical
Concerns seeming cynical and mistrustful,
and doubting the true intentions of others
Cautious
Concerns the tendency to be conservative,
careful, concerned about making mistakes,
and reluctant to take initiative for fear of
being criticized or embarrassed
Reserved
Concerns the tendency to keep to oneself ,
to dislike working in teams or meeting new
people, and to be indifferent to the moods
and feelings of others
Leisurely
Concerns seeming independent, refusing
to be hurried, ignoring other people’s
requests, and becoming irritable if they
persist
* Hogan Assessments HDS Scale http://www.hoganassessments.com/assessments-hogan-development-survey
The Dark Side of Leadership*
Scale
Definition
Bold
Concerns seeming unusually selfconfident, having strong feelings of
entitlement, and being unwilling to admit
mistakes, listen to advice, or attend to
feedback
Mischievous
Concerns seeming to enjoy taking risks
and testing the limits, being easily bored,
and seeking excitement
Colorful
Concerns seeming lively, expressive,
dramatic, and wanting to be noticed
Imaginative
Concerns seeming to act and think in
creative and sometimes unusual ways
Diligent
Concerns seeming meticulous, precise,
and critical of the performance of others
Dutiful
Concerns seeming eager to please,
ingratiating, and reluctant to take
independent action or go against popular
opinion
* Hogan Assessments HDS Scale http://www.hoganassessments.com/assessments-hogan-development-survey
In this set of behaviors, which
one is the most relevant to you?
1.
2.
3.
4.
5.
Excitable
Skeptical
Cautious
Reserved
Leisurely
0%
0%
0%
0%
0%
10
Countdown
In this set of behaviors, which
one is most relevant to you?
1.
2.
3.
4.
5.
6.
Bold
Mischievous
Colorful
Imaginative
Diligent
Dutiful
0%
0%
0%
0%
0%
0%
10
Countdown
Henri Lipmanowicz & Keith McCandless
1-2-4-Whole Group
Progressive, Rapid Cycle Conversation
– Self-Reflection (no talking)
– Pairs
– Small Groups
– Whole group
I have intentionally thought about
leaving a legacy?
1. True
2. False
50%
50%
10
1
2
Countdown
“Each of us lives on in the memories we create,
in the systems and practices we set in place (or
don’t) and in the lives we touch.”
Kouzes, James & Posner, Barry (2006). A
Leader’s Legacy. Jossey-Bass, San Francisco, CA
“Legacies are not the result of wishful thinking. They are the
results of determined doing. The legacy you leave is the life
you lead. We live our lives daily. We leave our legacy daily.
The people you see, the decisions you make, and the actions
you take -- they are what tell your story.”
Kouzes, James & Posner, Barry (2006). A
Leader’s Legacy. Jossey-Bass, San Francisco, CA
“Legacies are passed on in the
stories we tell.”
Kouzes, James & Posner, Barry (2006). A
Leader’s Legacy. Jossey-Bass, San Francisco, CA
Leadership Legacy
• Dare to be a person,
not a position
• Dare to connect with
people
• Dare to drive the
dream
Brooks, Marta., Stark, Julie., Caverhill,
Sarah (2004). Your leadership legacy:
The difference you make in people’s lives.
Berrett-Koehler, San Francisco.
•
•
•
•
Significance
Relationships
Aspirations
Courage
Kouzes, James & Posner, Barry (2006).
A leader’s legacy. Jossey-Bass, San
Francisco, CA
Personal Leadership Legacy
Reflection & Assessment
• Have you put into place a system that
enables people to feel connected and
how to respond to their work accordingly?
• Have you left an operating system that is
not dependent on you to give your
employees what they need to be
successful?
Yount, Shane. (2007). Leaving your leadership legacy: Creating a timeless and
enduring culture of clarity, connectivity, and consistency. OakleePress, Richmond, VA.
Personal Leadership Legacy Reflection &
Assessment
• What is more important to you the results
you achieve or how you achieve them?
• Have you made the impact you wanted to
in your work?
• Will employees remember you as someone
who made a difference in their lives?
Yount, Shane. (2007). Leaving your leadership legacy: Creating a timeless and
enduring culture of clarity, connectivity, and consistency. OakleePress, Richmond, VA.
Personal Leadership Legacy
Reflection & Assessment
• When you are gone will you leave your “mark”
on the organization? How ?
• Will the values you instilled and live by endure
long after you have left?
• Have you put into place a system that enables
others to have a sense of clarity, knowledge
and information that each needs to be effective?
Yount, Shane. (2007). Leaving your leadership legacy: Creating a timeless and
enduring culture of clarity, connectivity, and consistency. OakleePress, Richmond, VA.
Legacy Reflection
• What is more important to you the results
you achieve or how you achieve them?
• Have you made the impact you wanted to
in your work?
• Will employees remember you as
someone who made a difference in their
lives?
Yount, Shane. (2007). Leaving your leadership legacy: Creating a timeless and
enduring culture of clarity, connectivity, and consistency. OakleePress, Richmond, VA.
Legacy Reflection
• When you are gone will you leave your “mark”
on the organization? How ?
• Will the values you instilled and live by endure
long after you have left?
• Have you put into place a system that enables
others to have a sense of clarity, knowledge
and information that each needs to be effective?
Yount, Shane. (2007). Leaving your leadership legacy: Creating a timeless and
enduring culture of clarity, connectivity, and consistency. OakleePress, Richmond, VA.
Legacy Reflection
• Have you put into place a system that enables
people to feel connected and how to respond
to their work accordingly?
• Have you left an operating system that is not
dependent on you to give your employees
what they need to be successful?
Yount, Shane. (2007). Leaving your leadership legacy: Creating a timeless and
enduring culture of clarity, connectivity, and consistency. OakleePress, Richmond, VA.
Legacy Reflection
• What lessons am I teaching in each
interaction I have?
• What stories will others tell about me in
the future? What will others learn from
those stories?
Kouzes, James & Posner, Barry (2006). A leader’s legacy.
Jossey-Bass, San Francisco, CA
Appreciative Interviews
Creating Momentum by Building On and
Designing With “What Works Right Now”
Find a partner you don’t know
well and share a story about the
leadership legacy you hope to create
Future Pacing
• What concepts, tools,
techniques are most useful?
• How can the information be
used?
• Why is the information
important?
• Why care about the
information?
Start - What am I going to start
doing as a result of my learning?
Stop – What am I going to stop
doing as a result of my learning?
Continue – What am I going to
continue doing as a result of my
learning?